huesworks mission and vision

I carry index cards with me everywhere I go.

Most of the cards are blank, but not all.

Among the 'used' cards I carry are my to-do list, works-in-progress, and my mission/vision/values cards. A few days ago, my colleague Mike and I were discussing a project I'm working on. He asked, "Does it align with your mission?"

I answered, "Let's find out" and pulled out my cards.

As soon as I read my mission, 'provoke positive learning moments through constructive conversations', we both nodded.

That was easy, I thought.

Just like spotting the flag on a golf course, or a lighthouse on a coast, having your mission and vision in a place where you can see them insures that you won't go off course.

I draw to see...

I like to draw.

But it isn't because I'm good at it...

I like to draw bcause it forces me to look more closely at the world around me. I don't spend enough time drawing, but - then again - I don't spend enough time doing anything.

At dinner the other night, I pulled out my index cards (don't leave home without them!) and drew this 2-minute sketch of Anige. I wish I was more confident in my strokes, but it captured the way she looked at that moment and I'll take that.

You can't draw and not look... at least I can't.

If nothing else, that's the gift that drawing gives me: focus.

Drawing forces me to be in the moment. To stop. Look. Reflect. And make a connection from my eyes to my brain to my hands (hopefully with a quick stop at the heart, but who can say?). Isn't that a pretty good description of learning?

Fun with Acronyms

This morning, I created an acronym - MoVVeRR - for what I'm calling the "Team MoVVeRR" workshop.

• M - Mission
• V - Vision
• V - Values
• R - Roles
• R - Responsibilities

It's almost impossible to have an effective team without clarity on in all five of these areas, which makes this one of our most important workshops.

I have to admit, I'm a sucker for a good acronym. This isn't one of my best, but it works...
That's good enough for me!

Book Review: Brain Rules

I'm a sucker for books about thinking.

A Whole New Mind, A-ha, Six Thinking Hats, How to Think Like Leonardo DaVinci, Thinkertoys, and The Mind Map Book are just a few of my favorites from the past few years.

So, of course I wanted Brain Rules.

Title: Brain Rules
Author: John Medina
Genre: Psychology, Business, Cognitive Science

Summary: According to Brain Rules, the the human brain is "designed to solve problems related to surviving in an unstable outdoor environment, and to do so in nearly constant motion."

Medina covers 12 Rules related to this proposition.

Favorite Quote: I'll summarize the 12 rules, along with my key learning from each point.

Rule #1: Exercise

Exercising boosts brain power. Data shows that the mind works better when the body is active.

The irony, of course, is that anyone who is going to school (as I am now) needs brain power, but has no time to be active.

But, Medina actually proposes that we should be active at work and school.
Hey, that I can live with!
I already do an occasional 'walking' one-on-one meeting, but now that I've got science to support me, I might do all my meetings out of doors (if you think I'm joking, you don't know me...).

Rule #2: Survival
Introduces a concept I've never heard of before called 'Theory of Mind'.

If I'm understanding it correctly, it's our ability to understand others (even animals and objects, like cars) in terms of their motivations. Only humans can do it.
You might call it empathy.

Rule #3: Wiring
"Every brain is wired differently". That one didn't surprise me.
One size training doesn't fit all? Yep... I kinda knew that.

Rule #4: Attention
We don't pay attention to boring things.

"The brain processes meaning before detail". Giving the overview provides brain candy. Sometimes, I may withhold too much in an effort (unfortunately successful) to create suspense. I say 'unfortunately successful' because that means that the brain isn't working, because...

"The brain cannot multitask". Whether it's with cell phones and cars, or with overviews and details, the brain can't track one thing while working on another.

"10 minute learnings". Medina designs learning modules in 10 minute segments, with a 'bang' (story, image, humor) at the start of end of each one, to hook the audience.

Rule #5: Short-Term Memory

Medina makes two points I find very interesting.

• "The more elaborately we encode information at the moment of learning, the stronger the memory". This is moderately counter-intuitive to those of us who believe 'simple is better'. It explains why all those memory systems that tell you to remember a guy named Bruce by tying his name to your love of Bruce Springsteen songs actually work. If we can design exercises that create a tapestry out of the information people want to remember, we can help 'lock' in those memories.
• 'Retrieval may best be improved by replicating the conditions surrounding the initial encoding'. This means learn it where you're going to use it. It's one of the reasons why classroom learning doesn't stick. And why 'on-the-job' training is successful.

Rule # 6: Long-Term Memory
Elaborative Rehearsal - "Deliberately re-expose yourself to the information more elaborately, and in fixed, spaced intervals, if you want the retrieval to be the most vivid it can be."

For years, people have commented on my memory. "You're a sponge" is something I often hear. It's not always meant as a compliment. I can remember whole episodes of Bugs Bunny or Monty Python skits - but I often can't remember someones name.

Brain Rules suggests that my genetic need to tell stories (and tell them often might) explain my detailed memories. When I watch a movie, I immediately want to discuss it with Angie. Then, at work, I explain it in detail to anyone who'll listen. And again. As a result, I can remember details about almost every movie I've ever seen.

Same goes for places I visit. I photograph them. I sort the photographs. I post the photographs, often writing about them on my website. I share them with friends and describe the context with vivid stories. And it's committed to memory.

Same with books I read, ideas I have, etc...
If I don't talk about it, it literally ceases to exist.
I thought that was only true for me, but it seems to be a common thing.

Rule #7: Sleep
Sleep is important. The problem is, we don't actually have any rules.

We don't know how much is enough, or how much is too much, or if naps are necessary, or just about anything else.

It looks like some people are 'owls' and some people are 'larks'. Check your preference here.

It also appears that humans use sleep as a retention device. The brain doesn't actually 'sleep'. It replays patterns from the day. If it's interuppted, it won't retain them.

So, try having deep thought right before sleep. You might have the answer in the morning.

Rule # 8: Stress
A cool three-part definition of stress

1. There is an aroused physiological response.
2. The stressor must be aversive (you would choose to avoid it)
3. You must not feel in control of the stressor

Rule #9: Sensory Integration
Involving more senses = more memory.
For example, sounds help the brain process better.

Rule #10: Vision
Since 50% of the brain is dedicated to processing visual information, we learn and remember better through visuals.

Rule #11: Gender
Men and women often learn better when separated. They learn differently, and women are more cooperative than competitive.

Rule #12: Exploration
Successful learning should follow the medical school model:

1. Consistent exposure to the real world.
2. Consistent exposure to people who work in the real world.
3. Consistent exposure to practical research.

Strengths: Entertaining, educational, and research-based. An ideal learning book.

Weaknesses: None for me.

Conclusion: You and your grey matter should hurry on over to a bookstore and buy a copy. I bought an extra for my office.

Post-it Flags: 16 flags

* Each time I find an interesting quote, model, image, or idea in a book, I mark it with a Post-it flag. The more flags, the more value I found in the book.

Trick or Treat Leadership

This... is... classic. A Halloween leadership bonus.

If you didn't see or hear Mike Singletary's post-game conference last week: it's must-see TV.

Mike is the new coach of the San Francisco 49ers. In his first game as coach, he sent one of his own players to the showers.

Some of my favorite quotes from the press conference.

• "It will change"
• "We hit people in the mouth, number one."
• "Number two: We cannot give them the game"
• "Number three: We execute"
• "I will not tolerate players that think it's about them when it's about the team"
• "Cannot play with them. Cannot win with them. Cannot coach with them... Can't do it."

As a leader, is this 'trick'? Or 'treat'?

He's positive. He's got clear values.

He's got a mission and vision.

And he scares everyone in the room...

So, what do you think? Trick or Treat?
Personally, I'd love to play for this guy...

Visual Communication - Shout it Out

Deviant Art is perhaps the most vibrant art community on the web.
I often spend hours wandering through the site, and it's a rare visit where I won't stumble onto an inspiring image.

One of my favorite themes on DeviantArt is the 'Shout It Out' image.
A challenge started by one contributor - Shout It Out's stand at the crossroads of vision statements, mission statements, value statements, credos, slogans, cliches, art, and a random font generator. Hundreds of artists in the community have created a personal 'Shout Out'.

Even the 'worst' (an absolutely arbitrary word) are compelling, in a 'train-wreck' sort of way (you want to pass by, but you can't turn your head away).

If you're struggling with creating a vision or mission statement, or wonder how to articulate your values - one or more of these 'Shout it Out' images might kick start your brain.

Check some out.. I encourage you... (or dare you, if that helps)
You might even want to do your own...

Application of a Personal Vision

Clarence Eddy and Heather Hinrichs-Andersen

This past March, I was attending a DISC training class at Ken Blanchard Corporation, in San Diego. The course was led by Drea Zigarmi, a great teacher and a wise man. One day, Drea asked me what my life's vision or purpose was.
I attempted to laugh him off, but he challenged me to live my life with intention. He must have struck a nerve, because since then, I've kept working on this vision of mine.

About one month ago, these words came out of me, "My vision is to live in a world where every human interaction results in a positive learning moment for both parties".

I like it. It captures what I've been trying to do in my life, as I've been living through my life.
Whether as a songwriter, a photographer, a traveler, an engineer, a manager, or as a facilitator - all I've really wanted to in my life is learn and share learnings 24 x 7.

Last week, I was having lunch with my friend Heather Hinrichs-Andersen of Brilliance, Inc. Heather and I were discussing coaching. Heather is very passionate about coaching.
I'm not.

Don't get me wrong... I enjoy coaching.
I view it as an essential part of any development plan. I do a lot of it.
But I don't get the same thrill from it that I get from facilitating a group session.
There's a difference between the reflective energy of one coachee vs. the active energy of a group.
While I enjoy coaching at the moment I'm doing it, I don't wake up thinking, "How can I get more coaching on my plate?"

As we talked, I tried to make sense of this. The fact is, I don't learn as much when I'm coaching as I do when I'm facilitating a group.
Coaching is about the coachee learning. It isn't about the coach learning.
Facilitating on the other hand is a full-time learning experience for the facilitator.
There may not be a 'next session'.
The facilitator has to learn, adapt, and get results within the time allotted.

It was interesting. Heather immediately caught it, "Facilitating is aligned with your vision. Coaching isn't."
Maybe I'm selfish... but helping isn't enough for me. I need to learn while I help.

That's the kind of thing that's good to know!

How Much Strategy?

I'm working with a group of directors who are responsible for an area that is tactically focused.
We've been gathering to determine a long-term vision for the team, and they are feeling some frustration during the process.
Now, most vision exercises are frustrating - if not, then you're probably not challenging yourself enough - but this one seems more painful than usual.

Every time we start to break through to a strategic discussion, it seems we can't stay there for more than 15 minutes before one of the members is compelled to dive back into a specific tactical point.
Last week, we discussed the fact that thinking strategically is like a muscle, if you don't use it, it atrophies. One member then suggested working on this for the next 6-9 weeks and you could see rolled eyes and hear some groans.

This prompted a question from me - how many hours a week should a director spend on strategic thinking? 2 hours a week would mark less than 5% of their time (I don't know any Director level employee who puts in less than 40 hours/week - certainly not these guys).

So, is 5% too much? Not enough?

How much time should a director spend?
A manager?
A VP?
A GM?
Who owns strategic thinking? And why is it so hard for most people?

Tell me what you think...

Vision and Mission Statements II

My colleagues and I have worked on a number of mission statements in the past few weeks.
In an earlier post, I listed my 5 expectations for a mission statement.
Today, I'd like to add two introductory questions and a reflection question.

First the introductory questions:

1. What is the intention of this mission statement? Is it to serve as a rudder in times of doubt? Is it a recruiting tool? Is it a wish list? Is it to polish your reputation? Obviously, some of these intentions are better than others, but let's at least be honest. There's nothing worse than spending a few days on a mission statement when there is a hidden agenda.
2. Who is the audience? This ties to number one. Is it for customers? For candidates? For the senior leadership? For the front line? For all of the above?

In my mind, the best missions are intended to serve as a rudder, and are for all audiences.
But other intentions and audiences can be written for, and written effectively - as long as there is agreement.

My reflection question is this: Look at all the verbs in your vision and ask 'are these accurate descriptors of the people we want'?

An example: if the word 'help' is in your statement, are you hiring Helpers?
If the word 'deliver' is in your statement, are you hiring Deliverymen?
I've seen technology companies use both words, when the words don't accurately reflect their intentions. Be careful.... words are powerful.

If you want to hire designers, leaders, builders, creators, and energizers - then use those verbs in your statement.

Writing Vision and Mission Statements

Last week, I facilitated two mission statement exercises.

A lot of people get an acid stomach at the thought of a vision/mission session - and rightfully so.
Writing a vision/mission statement usually an exercise in wordsmithing that has no actionable outcome.

Why?
Because no one wants to put in writing what they are NOT going to do.
And that's essentially what a mission statement is. It's a guide to what you will and will not do.

If your mission is "to bring inspiration and innovation to every athlete in the world" (Nike), then you're not really focusing on low-cost shoes, are you?
If your mission is "to give ordinary folk the chance to buy the same thing as rich people" (Wal-Mart), you're probably not going to overstaff, or offer a lot of customization, are you?
If your mission is to "democratizing the air" (Southwest), you don't provide reserved seating.

What if your mission is "to provide personal vehicle owners and enthusiasts with the vehicle related products and knowledge that fulfill their wants and needs at the right price. Our friendly, knowledgeable and professional staff will help inspire, educate and problem-solve for our customers." What are they NOT doing?

That's the mission statement of Advance Auto Parts. I'm not picking on them. They just happen to be the first entry on MissionStatements.com. And there are plenty of other mediocre missions there. In fact, Dilbert makes fun of this phenomenon with the Mission Statement Generator.

So, what's wrong with the Advance Auto Parts mission - other than the fact that no one could possibly memorize it?

Well, as an employee, it doesn't help me prioritize.
If I have to choose between 'fulfilling their wants' and getting them the 'right price', which do I choose?
If a mission statement is not a rudder, why write it?
Or just write, "Be everything to everyone". At least I can remember it.

Unfortunately, we know how well 'be everything' works for humans.
Why would it work any better for a company?

I have 5 expectations for a mission:

1. It supports and leads to the companies long-term financial goals
2. It acts as a rudder - should we take an action or not?
3. It benefits all stakeholders - not equally, or even obviously, but it benefits them
4. Easy to remember - 3-12 words, shorter is almost always better
5. Is unique - should belong only to you as a company or a group in the company
   

Google's mission of "organize the world's information and make it universally accessible and useful" meets all 5 criteria - though I would shorten it (organize global information to be accessible and useful?).
Notice the customer isn't mentioned? There's an assumption that if the mission if fulfilled, the customer will benefit. Also, the customer might be mentioned in the company values - no need to cover familiar ground if that's the case.

My mission? Accelerate Learning for my clients.

What's yours?